Altogether Care - Care At Home Limited Weymouth

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this newly registered service. This key question has been rated Good.
This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider had a clear vision for delivering a person-centred home care service, and staff demonstrated a good understanding of how their roles contributed to achieving this.

Staff showed a caring and compassionate approach when supporting people, delivering care that met their needs and maintained appropriate standards.

Training was provided at all levels to ensure staff understood equality, diversity, and human rights, helping them to focus on delivering safe, good-quality, and respectful care. The provider had established values and standards for care, which were introduced during induction and reinforced through regular team meetings and supervision. This supported a consistent approach across the service.

Staff spoke positively about their roles and the support available to them. Comments included, “The company’s policy is person-centred and the service is efficient, providing carers with good support,” and “I am proud to work here[provider] – I think we deliver an excellent service.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The service was managed by a manager who had not been in post long and was going through the CQC registration process. They had support from other registered managers as well as regional support managers. The provider and their senior care team had the experience, capability, and integrity to ensure the homecare service met people’s needs and that risks were well managed. The provider had effective recruitment processes in place to ensure new staff joining the homecare service were suitable and safe to appoint. People and relatives knew who the manager was. Staff told us they felt the manager was approachable and supportive.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider encouraged staff to raise concerns and promoted the value of doing so. When concerns were raised, the provider investigated considerately. Staff told us they felt confident in speaking up if they had any concerns about the care being provided or any other issues. One staff member said, “The management team is supportive, approachable, professional, and responsive. Communication is good, and staff are encouraged to raise concerns or ask for support.” Another staff member told us, “Office staff are approachableand willing to help when challenges arise.”

The provider had up to date policies in relation to safeguarding and whistleblowing and the manager was aware of the importance of supporting staff to speak up.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The provider demonstrated an exceptionally strong and well-embedded commitment to equality, diversity, and inclusion, creating a workforce culture where every individual felt respected, valued, and empowered to thrive. Staff consistently described the organisation as supportive, inclusive, and values driven. One colleague explained, “It’s a caring, professional organisation with strong values and a genuine focus on making a positive difference.”

Equality and diversity were promoted through comprehensive training and ongoing professional development. Staff were well equipped to support people with a wide range of complex needs, including diabetes, dysphagia, and communication differences, ensuring care remained inclusive and equitable. This was supported by detailed care planning, multidisciplinary guidance, and regular supervision, which enabled staff from diverse backgrounds to work confidently and deliver high-quality, person-centred care.

There was a clear commitment to supporting an inclusive workforce. Overseas colleagues were recognised and valued, with adjustments made to respect cultural and religious needs, such as flexible rotas during Ramadan and opportunities to celebrate important events like the Sinhala and Tamil New Year. These initiatives promoted a strong sense of belonging and mutual respect across the team.

Wellbeing and inclusion were further strengthened through proactive support systems, including access to Mental Health First Aiders, wellbeing workshops, and an open-door approach from management. Staff reported feeling listened to, supported, and appreciated, helping to create a psychologically safe and inclusive environment.

Recognition was embedded within the culture through initiatives such as reward schemes that celebrated staff contributions and positive feedback from people using the service and their families. Team events and community initiatives, including cultural celebrations, fundraising activities, and a weekly “Warm Space,” further enhanced inclusion and connection within both the workforce and the wider community.

Staff feedback reflected a highly positive and inclusive environment. One colleague shared, “The team feels like a family, communication is excellent, and there’s a real commitment to both client and staff well-being.” This inclusive ethos enabled staff to grow professionally, feel valued, and take pride in their work.

Overall, the service demonstrated an exceptional approach to equality, diversity, and inclusion, fostering a cohesive and empowered workforce that was well equipped to deliver compassionate, high-quality care to a diverse community.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Various audit processes and governance systems were in place. These included audits undertaken at service level and those carried out by registered managers from other branches. Audits were effective and covered all aspects of the service to include people’s care plans, accidents and incidents, safeguarding concerns and surveys.

Regular competency checks were carried out on staff to help ensure they met the expectations of the service. People were contacted to give their feedback on the care they received.

Services we regulate have a statutory responsibility to notify CQC about certain events that occur in a service. Notifications were submitted, as required.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The service worked with people’s GPs, the district nursing team and local authority as well as other health and social care professionals to help support people’s care. Health and social care professionals were complimentary about the service. One professional said, “Altogether Care demonstrates a good understanding of the individuals they support and works proactively with partners to deliver person-centred care. Through involvement in multidisciplinary working, they contribute to collaborative planning and show awareness of wider community and support options to promote independence.”

Effective systems were in place to foster good working relationships with community health care teams and the local authorities. This meant people’s care provision was joined up and services worked well together.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider demonstrated effective systems for driving improvement. They analysed information from accidents, incidents, complaints and safeguarding alerts to identify patterns, and used these findings, together with stakeholder feedback, to inform and update the service improvement plan.

Staff training records were routinely monitored to ensure staff remained competent and knowledgeable. There was a clear organisational focus on continuous improvement and innovation, with person centred practice evident throughout the service. Staff were supported through regular training, supervision and the use of electronic systems to monitor performance and professional development. Lessons learned were shared with staff and used to enhance care quality and outcomes for people.